About iPhone, iPad, and iPod accessories - Apple Support Shopping Bag About iPhone, iPad, and iPod accessories iPhone and iPad use the same dock connector as the iPod, so properly designed accessories can be used with either iPhone, iPad, or iPod. While there are thousands of accessories that have been designed specifically for iPod, not all of these are fully compatible with every device. This article outlines the different categories of iPhone, iPod, and iPad accessories, and provides information on troubleshooting accessory and reception issues. To ensure the best possible experience, Apple has created special compatibility requirements for accessory manufacturers. Products that are engineered and certified to be compatible have a "Made for" label on their package. To ensure compatibility when purchasing third-party accessories for use with your device, look for accessories that are authorized to use the "Made for" label associated with your device (see below). "Made for iPod" means that an electronic accessory has been designed to connect specifically to iPod and has been certified by the developer to meet Apple performance standards. "Made for iPhone" means that an electronic accessory has been designed to connect specifically to iPhone and has been certified by the developer to meet Apple performance standards.

"Made for iPad" means that an electronic accessory has been designed to connect specifically to iPad and has been certified by the developer to meet Apple performance standards. "Made for iPod/iPhone/iPad" means that an electronic accessory has been designed to connect to iPhone, iPad, and iPod models and has been certified by the developer to meet Apple performance standards. Troubleshooting reception and interference issues When using many existing iPod accessories that have the "Made for iPod" label with an iPhone, there is a potential for audio interference. When you connect iPhone to one of these accessories, the iPhone may alert you that the accessory was not optimized for the iPhone. To continue using the accessory while avoiding potential interference issues, you may turn on Airplane Mode, which will disable the wireless features of iPhone. Note: While in Airplane Mode, you will not be able to make or receive calls or use certain features that require wireless communication. For more information about Airplane mode, see this article . In addition, certain accessories may affect iPhone wireless performance. Reorienting or relocating iPhone and the connected accessory may improve wireless performance. If interference or reception issues persist, contact the accessory manufacturer to verify which iPhone models the accessory supports. For more information on accessory troubleshooting, see this article .

Information about products not manufactured by Apple, or independent websites not controlled or tested by Apple, is provided without recommendation or endorsement. Apple assumes no responsibility with regard to the selection, performance, or use of third-party websites or products. Apple makes no representations regarding third-party website accuracy or reliability. Risks are inherent in the use of the Internet. Contact the vendor for additional information. Other company and product names may be trademarks of their respective owners.

Published Date: Apple - Products - iPod History Apple introduces iPod mini, available in five colors March iTunes downloads top 50 million songs June iTunes Music Store goes international, launching in the U.K., France & Germany June BMW drivers get the first car audio system with iPod integration Newsweek declares America "iPod Nation" in a cover story unveiling the 4th generation iPod July iTunes downloads top 100 million songs Incoming freshmen at Duke University receive iPods as part of a new initiative to distribute lectures and other course materials electronically October Apple introduces the iPod U2 Special Edition December iTunes downloads top 200 million songs Number of iPods sold through 2004: 10 million iPod mini, 2004 iTunes sells its one billionth song May Apple and Nike introduce Nike+iPod, including an in-shoe sensor to track the wearer's workout on their iPod nano Colorado Rockies pitcher Jason Jennings shows one of the iPods he and his teammates use to scout opposing batters during the 2006 season September iTunes begins selling full-length feature films iPod nano gets a new aluminum design available in five colors Apple unveils a wearable new iPod shuffle with built-in clip October Apple announces the new iPod nano (PRODUCT) RED Special Edition to

 benefit The Global Fund to Fight AIDS, Tuberculosis and Malaria Number of iPods sold through 2006: 88 million Nike + iPod, 2006 Apple premieres iTunes movie rentals with all major film studios April iTunes Store passes Wal-Mart to become America's #1 music retailer May Movies become available for sale on iTunes the same day as their DVD release June iTunes tops five billion songs sold Apple introduces the new iPhone 3G, twice as fast as the previous generation and featuring support for third party applications July The App Store debuts as iPhone 3G goes on sale iPhone and iPod touch users download 10 million apps in the App Store's first weekend September App Store downloads top 100 million Over 90% of new cars sold in the U.S.

offer iPod connectivity October iTunes goes high-def with HD TV shows from ABC, CBS, FOX and NBC Number of iPods sold through 2008: 197 million iPod nano, 2008 App Store downloads top three billion February iTunes Store tops 10 billion songs sold July App Store downloads top five billion August iTunes U downloads top 300 million September Apple introduces the new iPod touch with Retina Display, FaceTime video calling, HD video recording and Game Center The new iPod nano features Multi-Touch interface and a built-in clip for instant wearability Apple unveils the new iPod shuffle, the world's smallest iPod Apple announces iPod touch is the world's #1 portable game player More than 250,000 apps available on the App Store Number of iPods sold through September 1, 2010: 275 million iPod touch, 2010 And Then Steve Said, ‘Let There Be an iPhone’ - The New York Times The New York Times Magazine |And Then Steve Said, ‘Let There Be an iPhone’ Search And Then Steve Said, ‘Let There Be an iPhone’ By FRED VOGELSTEIN Continue reading the main story The 55 miles

 from Campbell to San Francisco make for one of the nicest commutes anywhere.

The journey mostly zips along the Junipero Serra Freeway, a grand and remarkably empty highway that abuts the east side of the Santa Cruz Mountains. It is one of the best places in Silicon Valley to spot a start-up tycoon speed-testing his Ferrari and one of the worst places for cellphone reception. For Andy Grignon, it was therefore the perfect place for him to be alone with his thoughts early on Jan. 8, 2007. This wasn’t Grignon’s typical route to work. He was a senior engineer at Apple in Cupertino, the town just west of Campbell. His morning drive typically covered seven miles and took exactly 15 minutes. But today was different. He was going to watch his boss, Steve Jobs, make history at the Macworld trade show in San Francisco. Apple fans had for years begged Jobs to put a cellphone inside their iPods so they could stop carrying two devices in their pockets. Jobs was about to fulfill that wish. Grignon and some colleagues would spend the night at a nearby hotel, and around 10 a.m. the following day they — along with the rest of the world — would watch Jobs unveil the first iPhone. But as Grignon drove north, he didn’t feel excited.

He felt terrified. Most onstage product demonstrations in Silicon Valley are canned. The thinking goes, why let bad Internet or cellphone connections ruin an otherwise good presentation? But Jobs insisted on live presentations. It was one of the things that made them so captivating. Part of his legend was that noticeable product-demo glitches almost never happened. But for those in the background, like Grignon, few parts of the job caused more stress. Grignon was the senior manager in charge of all the radios in the iPhone. This is a big job. Cellphones do innumerable useful things for us today, but at their most basic, they are fancy two-way radios. Grignon was in charge of the equipment that allowed the phone to be a phone. If the device didn’t make calls, or didn’t connect with Bluetooth headsets or Wi-Fi setups, Grignon had to answer for it. As one of the iPhone’s earliest engineers, he’d dedicated two and a half years of his life — often seven days a week — to the project. Continue reading the main story Grignon had been part of the iPhone rehearsal team at Apple and later at the presentation site in San Francisco’s Moscone Center.

He had rarely seen Jobs make it all the way through his 90-minute show without a glitch. Jobs had been practicing for five days, yet even on the last day of rehearsals the iPhone was still randomly dropping calls, losing its Internet connection, freezing or simply shutting down. “At first it was just really cool to be at rehearsals at all — kind of like a cred badge,” Grignon says. Only a chosen few were allowed to attend. “But it quickly got really uncomfortable. Very rarely did I see him become completely unglued — it happened, but mostly he just looked at you and very directly said in a very loud and stern voice, ‘You are [expletive] up my company,’ or, ‘If we fail, it will be because of you.’ He was just very intense. And you would always feel an inch tall.” Grignon, like everyone else at rehearsals, knew that if those glitches showed up during the real presentation, Jobs would not be blaming himself for the problems. “It felt like we’d gone through the demo a hundred times, and each time something went wrong,” Grignon says. “It wasn’t a good feeling.” The preparations were top-secret.

From Thursday through the end of the following week, Apple completely took over Moscone. Backstage, it built an eight-by-eight-foot electronics lab to house and test the iPhones. Next to that it built a greenroom with a sofa for Jobs. Then it posted more than a dozen security guards 24 hours a day in front of those rooms and at doors throughout the building. No one got in without having his or her ID electronically checked and compared with a master list that Jobs had personally approved. The auditorium where Jobs was rehearsing was off limits to all but a small group of executives. Jobs was so obsessed with leaks that he tried to have all the contractors Apple hired — from people manning booths and doing demos to those responsible for lighting and sound — sleep in the building the night before his presentation. Aides talked him out of it. Advertisement Continue reading the main story Grignon knew the iPhone unveiling was not an ordinary product announcement, but no one could have anticipated what a seminal moment it would become. In the span of seven years, the iPhone and its iPad progeny have become among the most important innovations in Silicon Valley’s history. They transformed the stodgy cellphone industry.

They provided a platform for a new and hugely profitable software industry — mobile apps, which have generated more than $10 billion in revenue since they began selling in 2008. And they have upended the multibillion-dollar personal-computer industry. If you include iPad sales with those for desktops and laptops, Apple is now the largest P.C. maker in the world. Around 200 million iPhones and iPads were sold last year, or more than twice the number of cars sold worldwide. The impact has been not only economic but also cultural. Apple’s innovations have set off an entire rethinking of how humans interact with machines. It’s not simply that we use our fingers now instead of a mouse. Smartphones, in particular, have become extensions of our brains. They have fundamentally changed the way people receive and process information. Ponder the individual impacts of the book, the newspaper, the telephone, the radio, the tape recorder, the camera, the video camera, the compass, the television, the VCR and the DVD, the personal computer, the cellphone, the video game and the iPod. The smartphone is all those things, and it fits in your pocket.

Its technology is changing the way we learn in school, the way doctors treat patients, the way we travel and explore. Entertainment and media are accessed and experienced in entirely new ways. And yet Apple today is under siege. From the moment in late 2007 that Google unveiled Android — and its own plan to dominate the world of mobile phones and other mobile devices — Google hasn’t just tried to compete with the iPhone; it has succeeded in competing with the iPhone. Android has exploded in popularity since it took hold in 2010. Its share of the global smartphone market is approaching 80 percent, while Apple’s has fallen below 20 percent. A similar trend is under way with iPads: in 2010 the iPad had about 90 percent of the tablet market; now more than 60 percent of the tablets sold run Android. What worries Apple fans most of all is not knowing where the company is headed. When Jobs died in October 2011, the prevailing question wasn’t whether Tim Cook could succeed him, but whether anyone could. When Jobs ran Apple, the company was an innovation machine, churning out revolutionary products every three to five years.

He told his biographer, Walter Isaacson, that he had another breakthrough coming — a revolution in TV. But under Cook, nothing has materialized, and the lack of confidence among investors is palpable. When Cook presented the latest smartphones in September, the iPhone 5c and the iPhone 5s, Apple’s stock fell 10 percent. A year ago the company’s stock price was at $702 a share, making Apple the world’s most valuable corporation. Today, it’s down more than 25 percent from that peak. Comparing anyone with Steve Jobs is unfair. And during his two years as Apple’s chief executive, Cook has taken pains to point out that Jobs himself made it clear to him that he didn’t want Cook running Apple the way he thought Jobs would want to, but the way Cook thought it should be done. It hardly needed to be said. When you look back at how the iPhone came to be, it’s clear that it had everything to do with the unreasonable demands — and unusual power — of an inimitable man. It’s hard to overstate the gamble Jobs took when he decided to unveil the iPhone back in January 2007.

Not only was he introducing a new kind of phone — something Apple had never made before — he was doing so with a prototype that barely worked. Even though the iPhone wouldn’t go on sale for another six months, he wanted the world to want one right then. In truth, the list of things that still needed to be done was enormous. A production line had yet to be set up. Only about a hundred iPhones even existed, all of them of varying quality. Some had noticeable gaps between the screen and the plastic edge; others had scuff marks on the screen. And the software that ran the phone was full of bugs. The iPhone could play a section of a song or a video, but it couldn’t play an entire clip reliably without crashing. It worked fine if you sent an e-mail and then surfed the Web. If you did those things in reverse, however, it might not. Hours of trial and error had helped the iPhone team develop what engineers called “the golden path,” a specific set of tasks, performed in a specific way and order, that made the phone look as if it worked. But even when Jobs stayed on the golden path, all manner of last-minute workarounds were required to make the iPhone functional.

On announcement day, the software that ran Grignon’s radios still had bugs. So, too, did the software that managed the iPhone’s memory. And no one knew whether the extra electronics Jobs demanded the demo phones include would make these problems worse. Advertisement Continue reading the main story Jobs wanted the demo phones he would use onstage to have their screens mirrored on the big screen behind him. To show a gadget on a big screen, most companies just point a video camera at it, but that was unacceptable to Jobs. The audience would see his finger on the iPhone screen, which would mar the look of his presentation. So he had Apple engineers spend weeks fitting extra circuit boards and video cables onto the backs of the iPhones he would have onstage. The video cables were then connected to the projector, so that when Jobs touched the iPhone’s calendar app icon, for example, his finger wouldn’t appear, but the image on the big screen would respond to his finger’s commands. The effect was magical. People in the audience felt as if they were holding an iPhone in their own hands. But making the setup work flawlessly, given the iPhone’s other major problems, seemed hard to justify at the time.

The software in the iPhone’s Wi-Fi radio was so unstable that Grignon and his team had to extend the phones’ antennas by connecting them to wires running offstage so the wireless signal wouldn’t have to travel as far. And audience members had to be prevented from getting on the frequency being used. “Even if the base station’s ID was hidden” — that is, not showing up when laptops scanned for Wi-Fi signals — “you had 5,000 nerds in the audience,” Grignon says. “They would have figured out how to hack into the signal.” The solution, he says, was to tweak the AirPort software so that it seemed to be operating in Japan instead of the United States. Japanese Wi-Fi uses some frequencies that are not permitted in the U.S. There was less they could do to make sure the phone calls Jobs planned to make from the stage went through. Grignon and his team could only ensure a good signal, and then pray. They had AT&T, the iPhone’s wireless carrier, bring in a portable cell tower, so they knew reception would be strong. Then, with Jobs’s approval, they preprogrammed the phone’s display to always show five bars of signal strength regardless of its true strength.

The chances of the radio’s crashing during the few minutes that Jobs would use it to make a call were small, but the chances of its crashing at some point during the 90-minute presentation were high. “If the radio crashed and restarted, as we suspected it might, we didn’t want people in the audience to see that,” Grignon says. “So we just hard-coded it to always show five bars.” None of these kludges fixed the iPhone’s biggest problem: it often ran out of memory and had to be restarted if made to do more than a handful of tasks at a time. Jobs had a number of demo units onstage with him to manage this problem. If memory ran low on one, he would switch to another while the first was restarted. But given how many demos Jobs planned, Grignon worried that there were far too many potential points of failure. If disaster didn’t strike during one of the dozen demos, it was sure to happen during the grand finale, when Jobs planned to show all the iPhone’s top features operating at the same time on the same phone.

He’d play some music, take a call, put it on hold and take another call, find and e-mail a photo to the second caller, look up something on the Internet for the first caller and then return to his music. “Me and my guys were all so nervous about this,” Grignon says. “We only had 128 megabytes of memory in those phones” — maybe the equivalent of two dozen large digital photographs — “and because they weren’t finished, all these apps were still big and bloated.” Jobs rarely backed himself into corners like this. He was well known as a taskmaster, seeming to know just how hard he could push his staff so that it delivered the impossible. But he always had a backup, a Plan B, that he could go to if his timetable was off. But the iPhone was the only cool new thing Apple was working on. The iPhone had been such an all-encompassing project at Apple that this time there was no backup plan. “It was Apple TV or the iPhone,” Grignon says.

“And if he had gone to Macworld with just Apple TV” — a new product that connected iTunes to a television set — “the world would have said, ‘What the heck was that?’ ” The idea that one of the biggest moments of his career might implode made Grignon’s stomach hurt. By 2007 he’d spent virtually his entire career at Apple or companies affiliated with it. While at the University of Iowa in 1993, he and his friend Jeremy Wyld reprogrammed the Newton MessagePad to wirelessly connect to the Internet. Even though the Newton would not succeed as a product, many still regard it as the first mainstream hand-held computer, and their hack was quite a feat back then; it helped them both get jobs at Apple. Wyld ended up on the Newton team, while Grignon worked in Apple’s famous R. & D. lab — the Advanced Technology Group — on videoconferencing technology. By 2000 Grignon had found his way to Pixo, a company started by a former Apple software developer that was building operating systems for cellphones and other small devices.

When Pixo’s software ended up in the first iPod in 2001, Grignon found himself back at Apple again. Advertisement Continue reading the main story By then, thanks to his work at Pixo, he’d become prominent for two other areas of expertise besides videoconferencing technology: computer radio transmitters (Wi-Fi and Bluetooth) and the workings of software inside small hand-held devices like cellphones. Grignon moves in an entirely different world from that inhabited by most software engineers in the valley. Most rarely have to think about whether their code takes up too much space on a hard drive or overloads a chip’s abilities. Hardware on desktop and laptop computers is powerful, modifiable and cheap; memory, hard drives and even processors can be upgraded inexpensively; and computers are either connected to electrical outlets or giant batteries. In Grignon’s area of embedded software, the hardware is fixed. Code that is too big won’t run. Meanwhile, a tiny battery — which might power a laptop for a couple of minutes — needs enough juice to last all day. When work on the iPhone began at the end of 2004, Grignon had a perfect set of skills to become one of the early engineers on the project.

Now, in 2007, he was emotionally exhausted. He’d gained 50 pounds. He’d put stress on his marriage. The iPhone team discovered early on that making a phone didn’t resemble building computers or iPods at all. “It was very dramatic,” Grignon says. “It had been drilled into everyone’s head that this was the next big thing to come out of Apple. So you put all these supersmart people with huge egos into very tight, confined quarters, with that kind of pressure, and crazy stuff starts to happen.” Remarkably, Jobs had to be talked into having Apple build a phone at all. It had been a topic of conversation among his inner circle almost from the moment Apple introduced the iPod in 2001. The conceptual reasoning was obvious: consumers would rather not carry two or three devices for e-mail, phone calls and music if they could carry one. But every time Jobs and his executives examined the idea in detail, it seemed like a suicide mission. Phone chips and bandwidth were too slow for anyone to want to surf the Internet and download music or video over a cellphone connection. E-mail was a fine function to add to a phone, but Research in Motion’s BlackBerry was fast locking up that market.

Please verify you're not a robot by clicking the box. Invalid email address. Please re-enter. You must select a newsletter to subscribe to. Sign Up Privacy Policy Above all, Jobs didn’t want to partner with any of the wireless carriers. Back then the carriers expected to dominate any partnership with a phone maker, and because they controlled the network, they got their way. Jobs, a famed control freak, couldn’t imagine doing their bidding. Apple considered buying Motorola in 2003, but executives quickly concluded it would be too big an acquisition for the company then. (The two companies collaborated unsuccessfully a couple of years later.) But by the fall of 2004, doing business with the carriers was starting to seem less onerous. Sprint was beginning to sell its wireless bandwidth wholesale. This meant that by buying and reselling bandwidth from Sprint, Apple could become its own wireless carrier — what’s known as a “mobile virtual network operator.” Apple could build a phone and barely have to deal with the carriers at all. Disney, on whose board Jobs sat, was already in discussions with Sprint about just such a deal to provide its own wireless service. Jobs was asking a lot of questions about whether Apple should pursue one as well.

The deal Apple ultimately signed with Cingular (later acquired by AT&T) in 2006 took more than a year to hammer out, but it would prove easy compared to what Apple went through just to build the device. Many executives and engineers, riding high from their success with the iPod, assumed a phone would be like building a small Macintosh. Instead, Apple designed and built not one but three different early versions of the iPhone in 2005 and 2006. One person who worked on the project thinks Apple then made six fully working prototypes of the device it ultimately sold — each with its own set of hardware, software and design tweaks. Some on the team ended up so burned out that they left the company shortly after the first phone hit store shelves. “It was like the first moon mission,” says Tony Fadell, a key executive on the project. (He started his own company, Nest, in 2010.) “I’m used to a certain level of unknowns in a project, but there were so many new things here that it was just staggering.” Jobs wanted the iPhone to run a modified version of OS X, the software that comes with every Mac.

But no one had ever put a gigantic program like OS X on a phone chip before. The software would have to be a tenth its usual size. Millions of lines of code would have to be stripped out or rewritten, and engineers would have to simulate chip speed and battery drain because actual chips weren’t available until 2006. No one had ever put a multitouch screen in a mainstream consumer product before, either. Capacitive touch technology — a “touch” by either a finger or other conductive object completes a circuit — had been around since the 1960s. Capacitive multitouch, in which two or more fingers can be used and independently recognized, was vastly more complicated. Research into it began in the mid-1980s. It was well known, though, that to build the touch-screen Apple put on the iPhone and produce it in volume was a challenge few had the money or guts to take on. The next steps — to embed the technology invisibly in a piece of glass, to make it smart enough to display a virtual keyboard with autocorrect and to make it sophisticated enough to reliably manipulate photos or Web pages on that screen — made it hugely expensive even to produce a working prototype.

Few production lines had experience manufacturing multitouch screens. The touch-screens in consumer electronics had typically been pressure-sensitive ones that users pushed with a finger or a stylus. (The PalmPilot and its successors like the Palm Treo were popular expressions of this technology.) Even if multitouch iPhone screens had been easy to make, it wasn’t at all clear to Apple’s executive team that the features they enabled, like on-screen keyboards and “tap to zoom,” were enhancements that consumers wanted. As early as 2003, a handful of Apple engineers had figured out how to put multitouch technology in a tablet. “The story was that Steve wanted a device that he could use to read e-mail while on the toilet — that was the extent of the product spec,” says Joshua Strickon, one of the earliest engineers on that project. “But you couldn’t build a device with enough battery life to take out of the house, and you couldn’t get a chip with enough graphics capability to make it useful. We spent a lot of time trying to figure out just what to do.” Before joining Apple in 2003, Strickon had built a multitouch device for his master’s thesis at M.I.T.

But given the lack of consensus at Apple about what to do with the prototypes he and his fellow engineers developed, he says, he left the company in 2004 thinking it wasn’t going to do anything with that technology. Advertisement Continue reading the main story Tim Bucher, one of Apple’s top executives at the time and the company’s biggest multitouch proponent, says part of the problem was that the prototypes they were building used software, OS X, that was designed to be used with a mouse, not a finger. “We were using 10- or 12-inch screens with Mac-mini-like guts . . . and then you would launch these demos that would do the different multitouch gestures. One demo was a keyboard application that would rise from the bottom — very much what ended up shipping in the iPhone two years later. But it wasn’t very pretty. It was very much wires, chewing gum and baling wire.” Few even thought about making touch-screen technology the centerpiece of a new kind of phone until Jobs started really pushing the idea in mid-2005. “He said: ‘Tony, come over here. Here’s something we’re working on. What do you think?

Do you think we could make a phone out of this?’ ” Fadell says, referring to a demo Jobs was playing with. “It was huge. It filled the room. There was a projector mounted on the ceiling, and it would project the Mac screen onto this surface that was maybe three or four feet square. Then you could touch the Mac screen and move things around and draw on it.” Fadell was aware of the touch-screen prototype, but not in great detail, because it was a Mac product, and he ran the iPod division. “So we all sat down and had a serious discussion about it — about what could be done.” Fadell had strong doubts about shrinking such an enormous prototype so much and then manufacturing it. But he also knew better than to say no to Steve Jobs. He was one of Apple’s superstars, having joined the company in 2001 as a consultant to help build the first iPod, and he didn’t get there by being timid in the face of thorny technological problems. By 2005, with iPod sales exploding, he had become, at 36, arguably the single most important line executive at the company. “I understood how it could be done,” Fadell says.

“But it’s one thing to think that, and another to take a room full of special, one-off gear and make a million phone-size versions of that in a cost-effective, reliable manner.” The to-do list was exhausting just to think about. “You had to go to LCD vendors who knew how to embed technology like this in glass; you had to find time on their line; and then you had to come up with compensation and calibrating algorithms to keep the pixel electronics from generating all kinds of noise in the touch-screen” — which sat on top of the LCD. “It was a whole project just to make the touch-screen device. We tried two or three ways of actually making the touch-screen until we could make one in enough volume that would work.” Shrinking OS X and building a multitouch screen, while innovative and difficult, were at least within the skills Apple had already mastered as a corporation. No one was better equipped to rethink OS X’s design. Apple knew LCD manufacturers because it put an LCD in every laptop and iPod. Mobile-phone physics was an entirely new field, however, and it took those working on the iPhone into 2006 to realize how little they knew. Apple built testing rooms and equipment to test the iPhone’s antenna.

It created models of human heads, with viscous stuff inside to approximate the density of human brains, to help measure the radiation that users might be exposed to from using the phone. One senior executive believes that more than $150 million was spent creating the first iPhone. From the start of the project, Jobs hoped that he would be able to develop a touch-screen iPhone running OS X similar to what he ended up unveiling. But in 2005 he had no idea how long that would take. So Apple’s first iPhone looked very much like the joke slide Jobs put up when introducing the real iPhone — an iPod with an old-fashioned rotary dial on it. The prototype really was an iPod with a phone radio that used the iPod click wheel as a dialer. “It was an easy way to get to market, but it was not cool like the devices we have today,” Grignon says. The second iPhone prototype in early 2006 was much closer to what Jobs would ultimately introduce. It incorporated a touch-screen and OS X, but it was made entirely of brushed aluminum. Jobs and Jonathan Ive, Apple’s design chief, were exceedingly proud of it.

But because neither of them was an expert in the physics of radio waves, they didn’t realize they created a beautiful brick. Radio waves don’t travel through metal well. “I and Rubén Caballero” — Apple’s antenna expert — “had to go up to the boardroom and explain to Steve and Ive that you cannot put radio waves through metal,” says Phil Kearney, an engineer who left Apple in 2008. “And it was not an easy explanation. Most of the designers are artists. The last science class they took was in eighth grade. But they have a lot of power at Apple. So they ask, ‘Why can’t we just make a little seam for the radio waves to escape through?’ And you have to explain to them why you just can’t.” Jon Rubinstein, Apple’s top hardware executive at the time, says there were even long discussions about how big the phone would be. “I was actually pushing to do two sizes — to have a regular iPhone and an iPhone mini like we had with the iPod. I thought one could be a smartphone and one could be a dumber phone.

But we never got any traction on the small one, and in order to do one of these projects, you really need to put all your wood behind one arrow.” Advertisement Continue reading the main story The iPhone project was so complex that it occasionally threatened to derail the entire corporation. Many top engineers in the company were being sucked into the project, forcing slowdowns in the timetables of other work. Had the iPhone been a dud or not gotten off the ground at all, Apple would have had no other big products ready to announce for a long time. And worse, according to a top executive on the project, the company’s leading engineers, frustrated by failure, would have left Apple. Compounding all the technical challenges, Jobs’s obsession with secrecy meant that even as they were exhausted by 80-hour workweeks, the few hundred engineers and designers working on the iPhone couldn’t talk about it to anyone else. If Apple found out you’d told a friend in a bar, or even your spouse, you could be fired. In some cases, before a manager could ask you to join the project, you had to sign a nondisclosure agreement in his office.

Then, after he told you what the project was, you had to sign another document confirming that you had indeed signed the NDA and would tell no one. “We put a sign on over the front door of the purple dorm” — the iPhone building — “that said ‘fight club,’ because the first rule of fight club is you don’t talk about fight club,” Scott Forstall, Apple’s senior vice president of iOS software until last October, testified in 2012 during the Apple v. Samsung trial. “Steve didn’t want to hire anyone from outside of Apple to work on the user interface, but he told me I could hire anyone in the company,” Forstall said. “So I’d bring them into my office, sit them down and tell them: ‘You are a superstar in your current role. I have another project that I want you to consider. I can’t tell you what it is.

All I can say is that you will have to give up nights and weekends and that you will work harder than you have ever worked in your life.” One of the early iPhone engineers says, “My favorite part was what all the vendors said the day after the unveiling.” Big companies like Marvell, which made the Wi-Fi radio chip, and CSR, which provided the Bluetooth radio chip, hadn’t been told they were going to be in a new phone. They thought they were going to be in a new iPod. “We actually had fake schematics and fake industrial designs,” the engineer says. Grignon says that Apple even went as far as to impersonate employees of another company when they traveled, especially to Cingular. “The whole thing was you didn’t want the receptionist or whoever happens to be walking by to see all the badges lying out” with Apple’s name on them. One of the most obvious manifestations of Jobs’s obsession with secrecy were the locked-down areas on the company’s campus — places that those not working on the iPhone could no longer go. “Steve loved this stuff,” Grignon says. “He loved to set up division. But it was a big ‘[expletive] you’ to the people who couldn’t get in.

Everyone knows who the rock stars are in a company, and when you start to see them all slowly get plucked out of your area and put in a big room behind glass doors that you don’t have access to, it feels bad.” Even people within the project itself couldn’t talk to one another. Engineers designing the electronics weren’t allowed to see the software. When they needed software to test the electronics, they were given proxy code, not the real thing. If you were working on the software, you used a simulator to test hardware performance. And no one outside Jobs’s inner circle was allowed into Jonathan Ive’s wing on the first floor of Building 2. The security surrounding Ive’s prototypes was so tight that some employees believed the badge reader called security if you tried to enter and weren’t authorized. “It was weird, because it wasn’t like you could avoid going by it. It was right off the lobby, behind a big metal door. Every now and then you’d see the door open and you’d try to look in and see, but you never tried to do more than that,” says an engineer whose first job out of college was working on the iPhone.

Forstall said during his testimony that some labs required you to “badge in” four times. The pressure to meet Jobs’s deadlines was so intense that normal discussions quickly devolved into shouting matches. Exhausted engineers quit their jobs — then came back to work a few days later once they had slept a little. Forstall’s chief of staff, Kim Vorrath, once slammed her office door so hard it got stuck and locked her in, and co-workers took more than an hour to get her out. “We were all standing there watching it,” Grignon says. “Part of it was funny. But it was also one of those moments where you step back and realize how [expletive] it all is.” When Jobs started talking about the iPhone on Jan. 9, 2007, he said, “This is a day I have been looking forward to for two and a half years.” Then he regaled the audience with myriad tales about why consumers hated their cellphones. Then he solved all their problems — definitively. As Grignon and others from Apple sat nervously in the audience, Jobs had the iPhone play some music and a movie clip to show off the phone’s beautiful screen.

He made a phone call to show off the phone’s reinvented address book and voice mail. He sent a text and an e-mail, showing how easy it was to type on the phone’s touch-screen keyboard. He scrolled through a bunch of photos, showing how simple pinches and spreads of two fingers could make the pictures smaller or bigger. He navigated The New York Times’s and Amazon’s Web sites to show that the iPhone’s Internet browser was as good as the one on his computer. He found a Starbucks with Google Maps — and called the number from the stage — to show how it was impossible to get lost with an iPhone. Advertisement Continue reading the main story By the end, Grignon wasn’t just relieved; he was drunk. He’d brought a flask of Scotch to calm his nerves. “And so there we were in the fifth row or something — engineers, managers, all of us — doing shots of Scotch after every segment of the demo. There were about five or six of us, and after each piece of the demo, the person who was responsible for that portion did a shot. When the finale came — and it worked along with everything before it, we all just drained the flask. It was the best demo any of us had ever seen.

And the rest of the day turned out to be just a [expletive] for the entire iPhone team. We just spent the entire rest of the day drinking in the city. It was just a mess, but it was great.” Correction: October 20, 2013 An article on Oct. 6 about the development of the iPhone referred incorrectly to changes in Apple’s stock price when Steve Jobs ran the company. The stock price would sometimes rise and sometimes fall after Apple product announcements. It is not the case that Apple product announcements routinely sent its stock soaring. Fred Vogelstein is a contributing editor for Wired. His book “Dogfight: How Apple and Google Went to War and Started a Revolution” will be published in November. Who Really Invented the iPod? by Sam Costello Updated August 24, 2016 When a product becomes as popular and widespread worldwide as the iPod, people begin to ask the question "who invented the iPod?" And though anyone who guessed "Steve Jobs and a bunch of folks at Apple" is mostly right, the answer to the question is a little more complex and interesting.

Because, like most inventions, the iPod had predecessors--including one as far back as 1970s England. Who Invented the iPod at Apple Apple didn't invent the concept for a music ​player that could fit in your pocket; The iPod was far from the first portable MP3 player. A number of companies--including Diamond, Creative Labs, and Sony--had been selling their own MP3 players for a few years before the iPod debuted in October 2001. But none of the MP3 players prior to the iPod had been big hits. This was partly due to price and features--the 1999 Creative Labs Nomad had 32 MB of memory (Not GB! 32 MB is enough for about 1 or 2 CDs at low audio quality) and cost US$429--and the digital music market still being pretty young. Remember, there was no iTunes yet, no other download stores , and Napster was still pretty new. The iPod succeeded in part because it was the first product to really make the process of loading and listening to music elegant and enjoyable. The team at Apple took about a year to design and launch the first iPod in October 2001.

That team consisted of: Jon Rubinstein, then the company's senior vice president of hardware engineering; now on the board at Qualcomm Jonathan Ive, senior vice president of design at Apple Tony Fadell, an engineer and former senior vice president of the iPod division; his next company, Nest , was purchased by Google for $3.2 billion in Jan. 2014 Michael Dhuey, an engineer; now at Cisco Systems Tim Wasko, an interface designer Steve Jobs , the company's CEO, who oversaw the project It was that team that created the original iPod . The Name Did you know that the person who gave the iPod its name wasn't even an Apple employee? Vinnie Chieco, a freelance copywriter, suggested the name iPod because he was inspired by the line in the movie 2001 "Open the pod bay door, HAL." Who Invented the iPod at Other Companies Apple has a reputation for building its hardware and software entirely in-house and not partnering with outside companies. That didn't hold true for the development of the iPod. The iPod was based on a reference design by a company called PortalPlayer (now part of NVIDIA), who had created a prototype device using an embedded operating system.

Also in an uncharacteristic move for a company widely known and respected for its user interfaces, Apple didn't completely design the first iPod interface. Instead, it contracted with a company called Pixo (now part of Sun Microsystems) for the foundational interface, which Apple then expanded on. But Who Really Invented the iPod? As mentioned above, Apple was far from the first company to bring a portable digital music player to the market. But would you believe that the basic concept for the iPod was invented in England in 1979? Kane Kramer, a British inventor, developed and patent the idea of a portable, plastic digital music player in 1979. Though he held the patent for a while, he couldn't afford to renew the worldwide patent on his idea, and because the patent had expired by the time MP3 players became a big business, he was unable to make any money from his original idea when it became widespread in the 1990s and 2000s. Apple has even acknowledged Kramer's role in inventing the iPod as part of its defense against a patent lawsuit in 2008.

Continue Reading Apple Marketing Strategy || Vertygo Team || Apple Marketing Strategy In 2003, the Apple share price was $7 (seven US dollars). In 2007 the Apple share surged to $180. A 2500% increase in just 4 years. In 2012 Apple share reached the $680 mark, and Apple market capitalization topped $500 billion, overtaking giants like Microsoft, IBM, Exxon and Shell. In 2012 and 2013 Apple enjoyed the status of #1 stock market capitalization company in Wall St. Which is the secret of Apple astounding success? If we want to really understand the secrets behind Apple stunning success, we need to focus on a specific period: the key period for Apple, that is the years between 2001 and 2008. Before proceeding with the analysis, let us examine some more data (from the official Apple Inc.

financial statements): in 2003 Apple revenues were $ in 2008 Apple revenues were $ in 2012 Apple revenues were $ and in terms of profits: in 2003 Apple profits were $ in 2008 Apple profits were $ in 2012 Apple profits were $ This makes a 5000% increase in revenues, in 9 years, and a 8000% increase in profits, from 2003 to 2012. From 2003 to 2012, Apple stocks and market capitalization rose 9700%. Calling these results 'spectacular', is an understatement. It has to be remarked that, in the 2003-2012 period, Apple did not make any significant acquisition. Thus, all the Apple growth was the outcome exclusively from its in-house operations and products. More than 90% of this growth came out from just 3 product lines: the iPod, the iPhone (from 2007 onwards), and the iPad (from 2010 onwards).

Since the iPhone launch, in 2007, and until 2013, Apple sold 500 million iPhones. in 2012 alone, Apple sold 120 million iPhones, in 2013 iPhone sales have been more than 160 million units, Since the iPad launch, in 2010, and until 2013, Apple sold 200 million iPads. in 2012 alone, Apple sold 60 million iPads, in 2013 iPads sales will reach 100 million, Recession? Apple thrives. All the great economists on the planet keep telling you, over and over, that the years between 2008 and 2013 have been (and still are) "challenging times" for the economy. This is an elegant way - and quite hypocritical - to say that US and Europe have been (and are) deep into a 5 years recession. On Sept. 15, 2008 the crash and bankruptcy of Merrill Lynch gave the headstart to the present 5 years recession. And generated an avalanche effect.

Well, the above numbers say that, in spite of the "challenging economic situation", when most companies in the US and Europe saw contractions of sales and profits, Apple thrived. How was that possible? What Apple had, and did, that all the other major companies in the US and Europe didn't? Which is the secret of Apple astounding success? The answer is straightforward: brilliant, smart and unconventional communications However Apple brand value is a consequence of the excellent products and unconventional marketing. And communications are an integral part of the marketing process. Therefore, the keys of Apple success can be synthesized in: excellent products unconventional marketing The Apple Milestones. There are four milestones in the history of Apple astounding success in the last 10 years: 2001: The launch of the first iPod. 2004: The iPod start to sell significantly. 2007: The launch of the first iPhone. 2010: The launch of the iPad. The Origins of Apple success. Today - 2016 - the key products of Apple are the iPhone and the iPad. Together these two product lines make more than 70% of Apple total revenues. But both the iPhone and the iPad derive from the iPod.

It was the introduction of the iPod and iTunes, back in October 2001, that marked the turning point for Apple, from being just a hardware and software computer company to what it is today. The iPod was the turning point of Apple history and success The iPod made the fortune of Apple. Therefore, to understand the roots of Apple growth and the astounding success it made in the last 9 years, we need to focus on the iPod, rather than the iPhone or the iPad. Before October 2001, Apple was just a computer company, producing hardware and software. While Apple computers and their operative systems were decidedly superior to their competitors - Dell, Compaq, HP - the marketshare of the "Mac's" - the Apple computers - were idling at around 4%, never making it much above that level. It should be noted that all Apple competitors computers were using a Microsoft Windows operative system, which did amount to mre of 90% of the operative systems marketshare. Apple made incredible efforts in research and development, and in marketing, to climb above that miserable 4% of the marketshare, but never succeeded, in spite of many innovations introduced in more that 20 years.

For Apple, computers were a dead end. One of the key drawbacks of the Apple computers and software system was the non-compatibility with Microsoft Windows based computers. Since Windows based computers were dominating the market, at 90% of marketshare, the non-compatibility issue was a no-win situation. Again: for Apple, computers were a dead end. Then, the iPod came. The Turning Point. In 2001, financial analysts had little interest in Apple, as it was just one of the many companies listed at the NASDAQ. Apple profit and revenues results were not that interesting, nor promising. Apple was not displaying any significant growth. At that time, the name of the company was 'Apple Computer, Inc.'. Therefore, even today, the great majority among financial analysts and marketing experts take for granted that the iPod + iTunes concept originated inside Apple. This was not the case. The iPod + iTunes concept was brought to Apple by an outsider, a former Philips engineer, named Tony Fadell. Before contacting Apple, Fadell had proposed the iPod + iTunes concept to Microsoft. Microsoft executives turned down the proposal, saying ï¿½This will not make any moneyï¿½.

Where are those brilliant Microsoft Executives, right now? Apple, on the opposite, bought the iPod + iTunes concept, hired Fadell, and gave him a development team. Great ideas may come from everywhere. A great lesson for company executives. The idea was genial and powerful: a small, portable mp3 music player, and an online mp3 (aac) music store. However, with the iPod things did not start so sweet, for Apple. After its initial development, Apple launched the iPod on the market in October 2001 - right after the September 11 events, and subsequent Wall St. turmoil. The iPod launch did not seem to make any significant impact in the marketplace. Infact - and few financial and marketing experts know it - for the first 3 years the iPod was a terrible flop, whose sales were not covering even the research and development costs. In the first 3 years (Oct 2001-Sept 2003), iPod sales were lingering between 50,000-150,000 units per quarter, very far from the 10-20 million units per quarter of 2006-2012.

In the first 3 years the iPod sales were not even covering the product research & development costs. Then, in June-August 2004 something happened, and iPod sales began to rise, and rise significantly, quarter after quarter. In late 2004 iPod sales broke for the first time the 800,000 mark in a single quarter. We know what happened after: in 2006, in a single quarter, Apple sold 20 million iPods. Then, in 2007, the iPhone came. And in 2010 the iPad. But the turning point for Apple was the iPod. Which were the reasons of the iPod success? (after the 3 initial troublesome years) >> continues in Apple Marketing Strategy - Part 2 Note: This essay on Apple Marketing Strategy has been first written in 2003, then extended and updated in 2007, in 2010 and in 2013. iPhone - Apple Apple Or visit an Apple Store today. Airpods Join the iPhone Upgrade Program.

Get a new iPhone every year* Choose your carrier If you’re already part of the program, you may be eligible for a new iPhone. Carrier financing also available: Trade up to a new iPhone. Trade in your current smartphone and get up to $265 in credit.† Pick up at the Apple Store today Buy online, pick up available items in an hour. Learn more Apple Pay Apple Pay lets you use your iPhone to pay securely and easily at over a million store locations across the United States and within apps — with a single touch. Shop for your business Apple Footer * The iPhone Upgrade Program is available to qualified customers only through AT&T, Sprint, T-Mobile, and Verizon. A two-year installment loan and iPhone activation are required. Terms apply. † Trade-in values may vary based on the condition and model of your smartphone trade-in. Offer may not be available in all stores and not all devices are eligible for credit. Additional terms apply. Learn more.

How and Where iPhone Is Made: A Surprising Report on How Much of Apple's Top Product is US-manufactured - Financesonline.com Share on Facebook Share on Pinterest Raw data that we used: Apple around the World The supply chain of Apple is a global web with locations stretching all the way from North, Latin, and South America all the way to Asia, Europe, Africa and even Australia. China still has the most number of production facilities (330), with Taiwan, South Korea and Japan also having a good number. Surprisingly, such Asian countries as Vietnam and the Philippines also contribute. The global distribution of component production is driven by several reasons. U.S. lacks the sheer labor capacity required to ramp up production. $4 would be the extra cost of production per unit if iPhones are assembled in the US or a total of $600 million, just for labor. Apple’s manufacturing strategy is motivated by scalability and supply chain risk rather than cost. Also, Apple would have to pay the full 35% tax on profits for US-made iPhones, vs. the 2% it now pays for phones assembled in China. The total cost of reshoring production to the US is estimated to be around $4.2 billion.

The number and nature of the global Apple workforce has changed, as well as Apple’s policies towards the workers manning its supply chain. It now has a “Supplier Responsibility” program in place, and it regularly conducts audits of suppliers abroad and implements improvement programs in the areas of worker empowerment, labor and human rights, health and safety, environment, and accountability. In the past year 393 audits were performed in Apple’s supply chain covering 1.5 million workers. Apple also tracks the overtime work of close to 1 million workers, who are only allowed a maximum of 60 hours of work per week. 1.3 million workers received empowerment training from Apple, and 200,000 workers received self-improvement training. Designed in the USA Despite issues surrounding offshoring of production, Apple remains an engine of job creation in the US. 598,500 US jobs were created or are supported by Apple. There are 50,250 US-based jobs of the 80,000 worldwide total of employees directly working for the company. 26,000 of these US jobs are in retail.

21,000 US jobs have been added since 2008. The iOS app economy supports 291,250 jobs. 6,000 iOS jobs are currently available. 7000 construction jobs were created to build Apple’s new Cupertino campus. 20,000 construction-related jobs were generated to build Apple stores since 2001. Apple’s suppliers are ramping up US capacity. These companies also have substantial manufacturing facilities located globally but a significant amount of parts production is done in the US. Avago Technologies is expanding capacity in Fort Collins, Colo., with $130 million worth of equipment. Texas Instruments ramped up production at its chip facilities, particularly at Richardson, TX. Fairchild Semiconductor has wafer plants operating at full capacity to meet Apple orders. Maxim Integrated Products began a multi-year investment in its American facilities. Traditional US suppliers still do good business on the iPhone 5s and 5c.

Among these are Corning of Harrodsburg KY which makes the Gorilla Glass 3 that goes into the display, Cirrus Logic of Austin TX that makes all things audio for the iPhones, TriQuint Semiconductor of Beaverton OR and Skyworks Solutions of Woburn MA that both make transmit modules, RF Micro Devices of Greensboro NC that makes transmit modules and RF switches, Broadcom of Irvine CA that makes the iPhone’s Touchscreen controller, OmniVision which supplies the front-facing FaceTime camera chip, and mobile giant Qualcomm, which has no fabrication facilities of its own and outsources production of baseband processors, RF transceivers, and IC power management for the 5s/5c to Taiwan and China.

<div style="clear:both; margin-top:0em; margin-bottom:1em;"><a href="" target="_blank" rel="nofollow" class="ua67a9d567f720bada54dc5c899e543cf"><!-- INLINE RELATED POSTS 2/2 //-->%MINIFYHTMLe7b7ff16c5f17d83a989cff590de97fc32%<div style="padding-left:1em; padding-right:1em;"><span class="ctaText">Read more:</span> <span class="postTitle">Top Ten Countries With Highest Tax Rates</span></div></a></div> Design and development is still largely done in Cupertino. iOS7, for example, was an experiment by Johnny Ive that had the marketing team design the color palette that would be used throughout the operating system. There is design and development done in Israel, and there are rumors that Apple is looking to extend this to Taiwan, as well. Made in Asia Weeks before the new iPhones were released, rumors were rife about Samsung losing out to TMSC for the production of the A6 and A7 chips.

Turned out to be untrue, for now. Samsung was identified as the manufacturer of both chips on the new iPhones. High demand for both products might mean other manufacturers also eventually supply the all-important application processor chips. Outsourcing is the key to Apple’s supply chain success. Apple outsources manufacturing and assembly to suppliers. Many suppliers are “fabless” (no company-owned fabrication facilities) and, in turn, outsource fabrication. Companies headquartered in the US and Europe subcontract fabrication to Asian companies. Many of these Asian companies based in Japan, Taiwan and South Korea then outsource fabrication to places with cheaper labor or greater ability to scale up production. That’s how everything ends up being “Made in China.” Singapore, Malaysia, Thailand, and the Philippines get a lot of the action, too, mostly as suppliers for back-end components. Familiar names play their usual roles in Apple’s Asian supply chain, but the recent release of Apple’s 2013 suppliers list has brought attention to some new names. Sony, Inc. makes the iSight 8MP camera.

Sharp Display and Japan Display, both of which are Japanese companies, supply the identical retina displays of the 5s and 5c iPhones overtaking LG of Korea as the leading supplier. ASE, Xintec and TMSC are Taiwanese companies supplying components that go into NXP’s fingerprint sensor assembly. Win Semiconductor is a Taiwanese company that supplies parts to RF module manufacturers Avago and RF Micro Devices. TDK is a Japanese company that is a major Apple supplier of inductor coils. Toshiba is Apple’s primary supplier of flash memory. Foxconn, aside from being the primary assembler iPhone 5s was also tapped to supply the main chassis for this model. Singapore-based Hi-P, together with Green Point – a Taiwan-based subsidiary of US company Jabil – supply the plastic chassis for the iPhone 5c. Provided by Europe French-Italian company STMicroeletronics manufactures the gyroscope that allows users to change the display from vertical to horizontal just by changing the way they hold the phone.

Apple realizes the value of wearable tech through M7 – a mixed signal chip from Netherlands-based NXP, which can make sense of the data from the motion detected by the iPhone accelerometer (Bosch), gyroscope (STMicroelectronics) and electromagnetic compass (AKM). Current and future apps that can take advantage of this data are poised for the jackpot. Assembled in China 85% of all iPhones are assembled in China. Apple has sold 89 million units of the iPhone 5. Laid end-to-end, the length would total 110,182 kilometers, enough to cover the distance between Shenzen and Cupertino. Foxconn is the world’s biggest factory. It assembles not only the iPhone 5s, but also products for such companies as Nintendo, Hewlett-Packard, Amazon, Nokia, Samsung, Sony, and Motorola. One Foxconn factory can employ 230,000 assembly line workers. One assembly line is capable of producing 72,000 iPhone back plates per day. A Foxconn factory can have multiple assembly lines. There are hundreds of other such factories in China. Pegatron won the contract to produce the iPhone 5c.

It is capable of ramping up production on a scale as massive as that of Foxconn. Where is the iPhone Made? (Hint: Not Just China) Where Is the iPhone Made? Search the site by Sam Costello Updated April 10, 2016 Anyone who has bought an iPod, iPhone, or other Apple product has seen the note on the company’s packaging that its products are designed in California. But that doesn't mean they're manufactured there. Answering the question of where the iPhone is made isn't simple. Assembled vs. Manufactured When trying to understand where Apple manufactures its devices, there are two key concepts that sound similar but are actually different: assembling and manufacturing. Manufacturing is the process of making the components that go into the iPhone. While Apple designs and sells the iPhone, it doesn't manufacture its components. Instead, Apple uses on manufacturers from around the world to deliver individual parts. The manufacturers specialize in particular items—camera specialists manufacture the lens and camera assembly, screen specialists build the display, etc. Assembling, on the other hand, is the process of taking all of the individual components built by specialist manufacturers and combining them into a finished, working iPhone.

The iPhone's Component Manufacturers Since there are hundreds of individual components in every iPhone, it's not possible to list every manufacturer whose products are found in the phone. It's also very hard to list exactly where those components are made (especially because sometimes one company builds the same component at multiple factories). Some of the suppliers of key or interesting parts for the iPhone 5S, 6, and 6S ( according to IHS and Macworld ), and where they operate, include: Accelerometer: Bosch Sensortech. Based in Germany, with locations in the U.S., China, South Korea, Japan, and Taiwan Audio chips: Cirrus Logic. Based in the U.S., with locations in the U.K., China, South Korea, Taiwan, Japan, and Singapore Battery: Samsung. Based in South Korea, with locations in 80 countries Battery: Sunwoda Electronic. Based in China Camera: Qualcomm. Based in the U.S., with locations in Australia, Brazil, China, India, Indonesia, Japan, South Korea, and more than a dozen locations through Europe and Latin America Camera: Sony. Based in Japan, with locations in dozens countries Chips for 3G/4G/LTE networking: Qualcomm. Compass: AKM Semiconductor.

Based in Japan, with locations in the U.S., France, England, China, South Korea, and Taiwan Glass screen: Corning. Based in the U.S., with locations in Australia, Belgium, Brazil, China, Denmark, France, Germany, Hong Kong, India, Israel, Italy, Japan, South Korea, Malaysia, Mexico, Philippines, Poland, Russia, Singapore, South Africa, Spain, Taiwan, The Netherlands, Turkey, the U.K., and the United Arab Emirates Gyroscope: STMicroelectronics. Based in Switzerland, with locations 35 countries Flash memory: Toshiba. Based in Japan, with locations in over 50 countries Flash memory: Samsung. LCD screen: Sharp. Based in Japan, with locations in 13 countries LCD screen: LG. Based in South Korea, with locations in Poland and China A-series Processor: Samsung. A-series Processor: TSMC. Based in Taiwan, with locations in China, Singapore, and the U.S. Touch ID: TSMC Touch ID: Xintec. Based in Taiwan. Touchscreen controller: Broadcom.

Based in the U.S., with locations in Israel, Greece, the U.K., the Netherlands, Belgium, France, India, China, Taiwan, Singapore, and South Korea Wi-Fi chip: Murata. Based in the U.S., with locations in Japan, Mexico, Brazil, Canada, China, Taiwan, South Korea, Thailand, Malaysia, Philippines, India, Vietnam, The Netherlands, Spain, the U.K., Germany, Hungary, France, Italy, and Finland The iPhone's Assemblers The components manufactured by those companies all around the world are ultimately sent to just two companies to assemble into iPods, iPhones, and iPads. Those companies are Foxconn and Pegatron , both of which are based in Taiwan. Technically, Foxconn is the company’s trade name; the firm’s official name is Hon Hai Precision Industry Co. Ltd. Foxconn is Apple's longest running partner in building these devices. It currently assembles the majority of Apple's iPhones in its Shenzen, China, location though Foxconn maintains factories in countries across the world, including Thailand, Malaysia, the Czech Republic, South Korea, Singapore, and the Philippines. Pegatron is a relatively recent addition to the iPhone assembly process.

It is estimated that it built about 30% of the iPhone 6 orders in its Chinese plants. Conclusion As you can see, the answer to the question of where the iPhone is made isn't simple. It can boiled down to China, since that's where all the components are assembled and the final, working devices come from, but it's actually a complex, nuanced worldwide effort to manufacture all the parts that go into making an iPhone. Continue Reading Who Invented The iPhone? Who Invented The iPhone? Famous Invention History - I Who Invented The iPhone? A woman displaying the new Apple Store iPhone app at Apple Store Covent Garden on May 23, 2011 in London, England. Frantzesco Kangaris/Getty Images Share By Mary Bellis On June 29, 2007, Apple Computers released its new touch screen smart phone called the iPhone. Who invented the iPhone? Well, over two hundred different patents were part of the design of the new iPhone, so pinpointing one inventor would be unfair. However, we can discuss the key personal who brought the iPhone into existence.

History of the iPhone The first concept for an iPhone type device came about in 2000 when Apple worker John Casey sent some concept art around via internal email, he called it the Telipod - a telephone and iPod combination. However, this idea eventually evolved into the iPhone we know today. It was Apple co-founder, Steve Jobs who directed Apple's engineers to develop a touch screen , mobile phone. Jobs at first was considering an Apple tablet computer, that desire eventually manifested in the iPad, and Apple had already produced a palm device with a touch screen, the Newton MessagePad. Apple Phones Apple's first smartphone was the ROKR E1, released on September 7, 2005. continue reading below our video What to Do If You Can't Pay Your Student Loans However, the ROKR was an Apple and Motorola collaboration and Apple was not happy with Motorola's contributions. Within a year, Apple discontinued support for the ROKR. On January 9, 2007, Steve Jobs announced the new iPhone at the Macworld convention. On June 29, 2007, Apple began selling the new iPhone. What Was So Special About The iPhone?

Apple's head of design, Jonathan Ive is heavily credited with the aesthetic design and look of the iPhone. The iPhone was the first smart phone that had no hard keypad for dialing, it was entirely a touchscreen device, and the iPhone's touchscreen technology was groundbreaking with multi-touch controls, more than select, you could scroll and zoom as well. The iPhone also introduced the accelerometer, a motion sensor that allowed you to turn the phone sideways and rotate the display. While it was the first device to have "apps" or software add-ons. It was the first smart phone to manage the apps market successfully. Siri The iPhone 4S was released with the addition of a voice activated personal assistant called Siri . With the addition of Siri, the iPhone can now promote itself as a tool that goes way beyond merely making a phone call. Siri is a piece of artificial intelligence that can do numerous tasks for the user, and Siri can learn and adapt to better serve that user. Jonathan Ive British designer, Jonathan Ive, (born February 1967) was also the principal designer of the iMac, titanium and aluminum PowerBook G4, MacBook, unibody MacBook Pro, iPod, iPhone, and iPad.

About Apple Digital AV Adapters for iPhone, iPad, and iPod touch - Apple Support Shopping Bag About Apple Digital AV Adapters for iPhone, iPad, and iPod touch You can use a Digital AV or VGA adapter to connect your iOS device to a display, like a TV, projector, or computer monitor. Find out which adapter you need To mirror content from your iPhone, iPad, or iPod touch on a secondary display, you need the correct adapter. To connect wirelessly, use AirPlay . For iOS devices with Lightning connectors Get connected Connect your iPhone, iPad, or iPod touch to a display: Plug your Digital AV or VGA adapter into the charging port on the bottom of your iOS device. Connect an HDMI or VGA cable to your adapter. Connect the other end of your HDMI or VGA cable to your secondary display (TV, monitor, or projector). Turn on your secondary display. If necessary, switch to the correct video source on your secondary display. If you need help, use your display's manual. Now the screen on your iPhone, iPad, or iPod touch should appear2 on your TV, display, or projector.

Charge your iOS device while it's connected to a display Most adapters have an extra Lightning connector or 30-pin Dock connector, so you can charge your iOS device while connected to a secondary display. Just connect a Lightning to USB or Dock Connector to USB to the adapter. Then plug the USB connector into a power source. Get help Find out what to do when you have the following issues. If you see video but can't hear audio Make sure that you're using a Digital AV adapter (which has an HDMI port). If you're using a VGA adapter, it doesn't carry audio signals. To hear audio with a VGA adapter, you need to connect to the headset jack on your TV, monitor, projector, or stereo. If an app doesn't display video or play audio The app might not be compatible with your adapter. Check compatibility on the app's info page in the App Store or contact the developer . If an alert says that an HDCP-compatible device is required Your content might not be compatible with your adapter. Movies, TV shows, and certain streaming video apps require High-Bandwidth Digital Content Protection (HDCP).

If you try to play these movies, shows, and streaming videos using a non-HDCP digital connection—like the Apple VGA Adapter—an alert will ask for an HDCP-compatible device. If you need help with other issues Disconnect and reconnect your adapter from your iPhone, iPad, or iPod touch and from your TV, monitor, or projector. Make sure that your VGA or HDMI cable works, since the issue could be with the cable. Remove any VGA or HDMI extension cables or converters. Accessories that convert a VGA or HDMI signals to different video formats (DVI, Composite, Component) aren't compatible.

Question: Which company makes the iPod and the iPhone?
Answer: Apple